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    Jane Belinda Saranga - CASE 1-3 Xerox Corporation

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    Jane Belinda Saranga
    Xerox's management control system focused on 12 business units and divisions. Key elements that made the system effective were: setting clear financial and operational targets measured through quality benchmarks and reviews, establishing a Financial Executive Council to analyze unit performance, and fostering a culture of employee involvement, proactivity, and open communication. Recent trends like Leadership Through Quality emphasized employee involvement, competitive benchmarking, and continuous quality improvement. Organizational culture and individual personalities were crucial to the control process, with an open culture and controllers knowledgeable in both financial and operational matters helping the system succeed.

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    Jane Belinda Saranga - CASE 1-3 Xerox Corporation

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    Jane Belinda Saranga
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    Xerox's management control system focused on 12 business units and divisions. Key elements that made the system effective were: setting clear financial and operational targets measured through quality benchmarks and reviews, establishing a Financial Executive Council to analyze unit performance, and fostering a culture of employee involvement, proactivity, and open communication. Recent trends like Leadership Through Quality emphasized employee involvement, competitive benchmarking, and continuous quality improvement. Organizational culture and individual personalities were crucial to the control process, with an open culture and controllers knowledgeable in both financial and operational matters helping the system succeed.

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    Jane Belinda Saranga_CASE 1-3 Xerox Corporation

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    Xerox's management control system focused on 12 business units and divisions. Key elements that made the system effective were: setting clear financial and operational targets measured through quality benchmarks and reviews, establishing a Financial Executive Council to analyze unit performance, and fostering a culture of employee involvement, proactivity, and open communication. Recent trends like Leadership Through Quality emphasized employee involvement, competitive benchmarking, and continuous quality improvement. Organizational culture and individual personalities were crucial to the control process, with an open culture and controllers knowledgeable in both financial and operational matters helping the system succeed.

    Copyright:

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    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    210 views2 pages

    Jane Belinda Saranga - CASE 1-3 Xerox Corporation

    Uploaded by

    Jane Belinda Saranga
    Xerox's management control system focused on 12 business units and divisions. Key elements that made the system effective were: setting clear financial and operational targets measured through quality benchmarks and reviews, establishing a Financial Executive Council to analyze unit performance, and fostering a culture of employee involvement, proactivity, and open communication. Recent trends like Leadership Through Quality emphasized employee involvement, competitive benchmarking, and continuous quality improvement. Organizational culture and individual personalities were crucial to the control process, with an open culture and controllers knowledgeable in both financial and operational matters helping the system succeed.

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    Jane Belinda Saranga 1101002009

    Case 1-3 Xerox Corporation


    1. Outline the management control system at Xerox. What are the key elements that make the system work? Answer: Xerox's management control system concentrated and focused on the responsibility and performance of 12 units, which consisted of 9 business units and 3 geographic customer operations divisions supporting them. The main focus for Xeroxs management is the businessmanagement level that linkages markets and technology.There are three elements which make the system works: Way of the measurements established. The measurements are the combination of financial and operational targets. Xerox Corporation apply Leadership through Quality (LTQ) and competitive benchmarking asmain tools to measure operational efficiency. LTQ used in order to make sure that the productsmeets the world class quality requirements while competitive benchmarking helps the operational business units compare Xeroxs product, services, and business practice with competitors. Financial Executive Council (FEC) established to controll the financial performence of business units. The objective of FEC is adding value to the management process, moreover FEC analyize the financial information to support the business decision. The culture in Xerox Corporation. The working culture in Xerox are employee expected to be proactive and use analytical approach in solving problems. The employees involvement in achieving companys target is the biggest concern too. The other culture is open communication Unit controller of Xerox Another key element of success was the fact that unit controllers knew both the financial and operational aspects of the business. A combination of all the elements ensured the durability and high effectiveness of the management control system implemented in Xerox.

    2. What recent trends at Xerox do you see influencing the management control process? Answer: Leadership through Quality (LTQ) is the recently trend that influencing the management control process. This strategy focuses on three aspects which are: Employee involvement. This aspect focuses on relation and integration of employees within company to achieve the companys target. For example, everyone within company should help each other in analyze and solve problems. Competitive benchmarking. Comparing Xeroxs products, services, and business practice with competitors. Quality improvement. This aspect concern on companys learning process for its own improvements in products, services, and other practices within company. Quality improvement process is the process of review and continually improve all internal processes by following practices learned to improve performance.

    3. In your opinion, how important are organizational culture and individual personalities in the Xerox control process? Answer: Organizational culture and individual personalities within company are crucial elements to determine the success and sustainability of the company itself. It is very difficult to get employee acceptance to change. Thus, by having good culture within company, the needs of changing employees behavior minimize since employees objectives already meet with the companys objectives. The result is goal congruence has been achieved. The organizational culture in the Xerox: a. Open and honest communication reinforced the controllers dotted line connection to corporate. b. Free expression of opinion and ideas. c. Informal channel of reporting. d. Regular talks between supervisors and their subordinates. e. Unit controllers knew financial and operational aspects of their business units. Individual personalities in the Xerox control process: Proactive role played by the Xerox people to make the company culture work. Active participation of business controllers in decision making. Control function works closely with the line management. FEC evolved to obtain greater involvement of finance executive.

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